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Discusses the negotiation of a possible trademark infringement involving a German conglomerate and a Taiwanese trading firm.

learning objective:

1) To identify and evaluate key tactical choices in opening negotiation, 2) to expose students to the overlooked connections between tactics and broader strategy, 3) to explore gender, culture, and power issues in bargaining.

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Presents a series of multiple choice options to be distributed and discussed in class.

learning objective:

1) To identifiy and evaluate key tactical choices in opening negotiation, 2) to expose the overlooked connections between tactics and broader strategy, 3) to examine gender, culture, and power issues in bargaining.

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Some people are practically phobic about going to the bargaining table. If their minimum needs are met, they'll sign on the dotted line just to end the stress of dealing with people who have different agendas and styles. But that can be an expensive aversion, the authors write. When you're facing an important negotiation, rigorous preparation--running the numbers, scouting the marketplace, developing a Plan B--is essential. But it's only half the story. The truth is that your passions matter in real-life deal making and dispute resolution. You need to understand, channel, and learn from your emotions in order to adapt to the situation at hand and engage others successfully. The authors studied 20 seasoned negotiators to explore their thoughts and feelings about the process. They invited their participants to find and combine pictures that metaphorically depicted those feelings, and to describe in in-depth interviews the collages they'd created. Three reasons for the stressfulness of the negotiation experience emerged: lack of control, unpredictability, and the absence of feedback. This article includes a six-step warm-up exercise to help you prepare emotionally to negotiate effectively.

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This brief note introduces to the student the challenges and rewards of learning to be a more skilled negotiator. Negotiation requires the integration of keen analytic insight with emotional intelligence capabilities.

learning objective:

To underscore students' obligation to engage in the honest self-assessment and reflection as they engage in simulations and other exercises.

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This video material is an important supplement to the ADR Choices case (908040). Specifically these short segments should be shown after students have grappled with the diagnostic issues those mini-cases present. The actual mediators describe the choices they made and the outcome of the process.

learning objective:

To provide students with an expert assessment of the pros and cons of different forms of dispute resolution in particular cases, as well as a sense of how third party neutrals view their role in difficult business conflicts.

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Six different business disputes, all in the shadow of pending litigation, are described. Students are asked to recommend the appropriate method of dispute resolution (mediation, arbitration, mini-trial, etc.) for each one, depending on the circumstances, especially to assess likely barriers to unassisted negotiation.

learning objective:

To introduce students to alternative dispute resolution; analyze barriers to agreement; evaluate the manager's role in dispute resolution.

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This video-based coursework illuminates the importance--and difficulty--of judging whether people are trustworthy. Students can test their skills at assessing whether contestants in a high-stakes game show will cooperate or defect.

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In negotiation, correctly identifying your counterpart's strategy is vital. Only then can you constructively influence their behavior--or adapt appropriately to what they are doing. This case--and its related computer-based exercise (Negotiation Strategy Simulation)--illuminate how through a thoughtful process of probing and testing, a negotiator may determine whether the other party tends to be cooperative or competitive. The material also demonstrates how the benefit of such learning must be weighed against the possible costs of being provocative.

learning objective:

To enhance students' skills at diagnosing other parties' negotiation strategy; illustrate important barriers to learning, including confirmation bias and over-confidence; and deepen student understanding of the tension between cooperative and competition in negotiation and other repeated interactions.

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You've heard the line: It ain't over till it's over. Too often, after doing everything right in the negotiation process, you still don't have a commitment. To avoid this stalemate, smart negotiators have to learn how to orchestrate the entire negotiation to arrive at the right end game, rather than a take-it-or-leave-it ultimatum. Author Michael Wheeler outlines five rules of thumb that help you reach the finish line with grace--and an agreement.

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